Sun Peaks Resort

Director of Employee Experience & HR (Winter Contract)

Okanagan Elevator

Established business in Kelowna and expanded market reach, exceeding sales targets and tripling revenue through in-depth market analysis, business development and scaling processes and talent.

Developed and executed HR strategy in a challenging hiring market for the skills required, achieving zero turnover through retention initiatives.

Co-founder & Owner / VP People & Sales

BSharp Coaching & Consulting

- Executive and career coaching
- Business and board consultant
- Organization design and development
- Strategic development, process creation and continuous improvement

Consultant & Executive Coach

Numeris

Hired to transform from reactive research focus to a proactive data company; strategic workforce exercise to review company talent end-to-end, prioritize future needs and address skills/training gaps. 
•	Led and managed a multi-level team across Human Resource Business Partners, Generalists, Talent Acquisition, Learning & Development, DEIB, Wellness and Recognition. Elevated the function to get out of reactive supervisor level thinking, into proactive strategic management.

Director of People & Culture

FreeAgent CRM

Recruited by Co-Founders to lead HR operations, focusing on talent acquisition and retention for CRM platform during a market downturn. CRM niche focused in the medical field. 
•	Launched and executed an employer brand campaign, increasing job applications by 300%, attracting top talent from Apple, Slack, and EA Games to an unknown B2B SaaS CRM start-up. 
•	Revamped employee relations and talent strategy for a remote and on-site workforce across India, Mexico, the US, and Canada. Restructured the sales organization and solutions consultants.

Head Of Human Resources 

Interior Health Authority

In the Organization & Leadership Development function:
Succession planning framework for a health authority serving 800K people in a forest fire-prone region. 

•	Assigned to complete a case study for recruitment for a prior Director, reviewing the health authority mandate, available data, high-level root causes, issues and make key recommendations to resolve. 
•	Uncovered talent reporting and succession data and insights that were previously unknown to the management team responsible for recruitment and L&OD at the time.
•	Proposed several tactics and plans to approach executive succession planning, and succession planning across Interior Health; including hands on support with a request process available to the entire organization, a full executive team review, and partnering with the VP and board. 

Contract role converted to permanent; left for a headhunted contract opportunity and promotion.

Consultant - Executive Succession Planning & Leadership Development

WestJet

During my tenure at WestJet, I was entrusted with leading the comprehensive People & Culture strategy leading up to the airline’s acquisition by Onex. This included developing and executing a global strategy, ensuring alignment with corporate goals, and optimizing workforce strategies. I spearheaded the creation of a P&C "war room" to facilitate complex planning, which later evolved into a COVID command center. 

In addition supporting the governance and all People & Culture board documents, I was deeply involved in shaping WestJet’s long-term people strategy, from improving organizational culture to enhancing employee engagement and leadership development. My proactive approach and ability to pivot under pressure helped the company maintain strong leadership during uncertain times.

People & Culture - Executive Strategy

Continuously promoted through over a decade long career in Aviation; successful in working across multiple verticals from HR, Operations, Commercial and Finance. Known for my approach to leadership and talent management, and mentorship program experience – recruited to help teams shift performance and strategy.

•	Promoted to oversee and support a 150-person team, developing a five-year people strategy to drive the airline's expansion. This included building a talent strategy to identify the critical skills needed for the future of the airline, while investing in improved technology and advanced network capabilities.
•	Creation and management of a $$MM department budget, and close collaboration with all business unit leaders across the company to ensure HR needs were met through budget and operations. 
•	Developed P&C metrics and a five-year scorecard and strategy with Power BI to help optimize and measure successful delivery.

Executive Advisor to the People and Culture team

•	Promoted to direct three teams across Canada (logistics, customs, dangerous goods). Created technical talent strategy for areas of expertise outside of my wheelhouse by building trust and relationships with the team, active listening and root cause problem solving. Identified talent needs, created a candidate pipeline, and put in place a five-year succession plan that went on to sustain the airline to present-day (on their third planned move of five, years after I left).
•	Reshaped team structure for scalability, accelerated recruitment process and hired new customs specialist to support the recovery of $1M in duties.

Manager - Global Logistics

•	Leveraged ADKAR and Prosci methodology, combining change management and project management approaches to drive the adoption of new initiatives. My approach was commended and used as a template for the organization roll-out. 
•	Led change management initiatives, including WestJet’s shift to a global airline, Office 365 implementations, and the transition from on-premises drives to Microsoft Teams, improving operational efficiency and collaboration.

Change Management Lead

•	Developed a cross-functional talent pipeline, guiding seven team members to 2-3 level promotions over two years by equipping them with new skills and career interests.
•	Implemented an AI audit vendor procurement that reduced the audit cycle from three months to three days and upgraded a custom industry platform to align with a new commission model.

Manager - Travel Agency Payment Services

•	Recruited, mentored, and developed team members, driving professional growth and elevating team performance from last place to 4th through data-driven strategies.
•	Developed a custom mentorship program for new leaders and large volumes of peak period coverage.
•	As a new leader in the department, identified a pattern in reporting of time theft and fraud. Collaborated with HR to address, leading investigations that resulted in the termination of 50 employees and then trained existing leaders in their system on fraud detection.

Leader - Contact Centre

•	Talent strategy for mid-to-executive level in multiple teams and over 50 locations: design and launch of innovative company-wide talent programs, both formal and self-serve, including planning and facilitation of leadership learning and conferences with 200 network leaders. 
•	Creation and facilitation of coveted mentorship programs, and other tactical development plans to address talent gaps in multiple difficult to hire regions – leading to 85% promotion rate. 
•	Successful in gaining executive sponsorship and funding for enterprise-wide cloud implementations related to global talent and recognition.

HR Operations Manager (Various roles and promotions in the same team)

- Workforce planning 
- High volume recruiting
- Scheduling relief duties
- Crew Chief & shift leadership
- Project based assignments, process optimization and change management

Various roles

BSharp Big Arts

An idea made into a colourful reality and social experiment to remind adults in a variety of corporate settings of the power of play in creativity and innovation. Large scale interactive art company partnering with TD Bank, GoPro and Travel Alberta and more. We wrapped up operations with the onset of Covid-19.

Co-founder & Owner

Kim Standeven Coaching

Business and Support Service Manager

Hilton

I cut my teeth in hospitality as a server and room service attendant. This was a fun role that gave me insight to hospitality and tourism and led to a 13 year career at WestJet Airlines in Calgary.

Server & Room Service Attendant

Executive Leader | HR Strategist | Community Builder | Creator of #Hirethishuman

With over 15 years of senior leadership experience across aviation, healthcare, research, tech, and startup environments, I specialize in aligning strategy, culture, and operations to drive scalable growth. From founding and scaling businesses, to leading remote work transitions and building talent pipelines with award-worthy culture programs, I bring a unique blend of strategic foresight and hands-on execution that elevates both business performance and employee experience. I’ve led enterprise-wide change in complex environments — from airlines navigating global expansion to tech startups scaling in volatile markets.

As a trusted advisor to C-suite teams and Boards, who also connects authentically with my teams and frontline employees, I’ve built high-impact organizations and functions from the ground up (E.g. Operations, Sales, People & Culture and Logistics), designed leadership succession models, and turned undervalued employer brands into talent magnets. I’ve led teams across Canada, the U.S., Mexico, India and more, always focused on fostering belonging with inclusive, high-performing cultures whether on-site or remote. My approach is both analytical and human — using data and insights to inform action, and empathy to build trust and resilience through change.

I’m currently open to executive, strategic and business partnering opportunities where I can solve real world problems and contribute to long-term value creation. Whether it's scaling a growing business, supporting founders through transformation, or bringing calm clarity to complex organizational challenges, I thrive at the intersection of people and performance. Let’s connect!

Laurel Burns

Fight or flight initiates fear and a freeze response. Cognitive abilities are impacted, not to mention your immune system in the long run. 

Everything and everyone you surround yourself with has an impact on your wellbeing. A well balanced diet is as important as a well balanced environment. 

Stay well.

Laurel Burns (MBA)

Exec Leader & Strategist | 15+ Years of Driving Org Growth & Transformation | Entrepreneur & Founder | Ex-Airlines/Research/Health Care/B2B SaaS | Creator of #Hirethishuman

Possibly the best reframe on performance anxiety I have heard yet. Your inner applause!

Your best is every breath. We are lucky to be alive. 

Use it, because the one thing we all have in common is that we are going to lose it. 

Let this perspective shift your focus in 2026. Work on what is important.

Joy is one of my favourite emotions because it encompasses your whole being when experienced. It embodies long-lasting happiness. A kind of sparkle which is only truly possible if you have held some sadness, grief and even loneliness. 

The absolute wholeness of joy is possible because of the lows that give the highs meaning and continued contentment. 

Nature gives joyfully. Through loss, drought and constant pillaging - she gives despite our best efforts at times as a species to destroy. 

Similarly for us, to live joyfully no matter our elements is a choice. A choice followed by daily habits and a series of reactions. 

Joy is a gift indeed, and one within reach. 

Which state do you choose?

Learning & Knowledge Management┃ Bilingual Curriculum Specialist ┃Sherlock of SharePoint ┃DEI Agent of Change ┃ Training Facilitator

#ONO

Check out my site to see examples of my design work.
✔️
https://www.canva.com/design/DAE9-wXGPGc/ioQX8xyv-mKwWX74JVdfSw/view?website#1:home 

📔 Crafting learning paths is my game 
      Learning experience design is where I stake my claim.

📔 Lifelong learning fuels my passion 
      Developing materials in a creative fashion.

📔 Collaborating with experts, I create with flair 
      For in-person or online, I'm always there.

📔 Onboarding with Immersion, I keep it fresh
      Ensuring new hires are at their best.

📔 Updating XLR8 and Ascend with care 
      Management training, development everywhere.

📔 Coordinating sessions, hospitality in tow
      Bridging skill gaps, helping talents grow.

📔 Managing OTP, planning for success
      Promoting "Insights," awareness at its best.

📔 Coaching managers, guiding their way 
      Performance and development, every day.

📔 Talent Development initiatives, I lead with pride 
       In this role, I'm your trusted guide.

Taryn Ferch

An observation about teaching, through the lens of kids' birthday parties.

When I was growing up, it was common to be invited to other kids' birthday parties.  Sometimes they were kids from the neighborhood, family friends, from church, or classmates.

It was expected that you would be dropped off, there would be some type of food/drink, activity, and after a few hours your parents would come collect you.

Maybe it was held at a place like Chuck E. Cheese, a park, or a swimming pool.

Kids who got picked up early were picked up due to illness or homesickness- if it was a slumber party- not for discipline.

There may have been 20+ kids and family members at any one event.

Now, what I see is for a lot of parties, on the invitation it requires at least one guardian/parent to attend.

From a teaching lens, I want you to consider this scenario.

In 2026, if you require a plus one guardian to attend because you cannot adequately supervise 20 school-aged kids:
who want to be there
who are connected to your child in some way
who are receiving food and goodie bags
who are of a similar age...

Why do you think that teachers can manage a group larger than this by themselves?

In my last year of teaching middle school, I had 37 students in one section of Spanish I.
8th graders, who were there for 58 minutes daily as a graduation requirement.
They had already had 4+ hours of instruction by the time that they came to my class.
Some had failed the introductory course, but their parents registered them for Spanish I against the teacher's/counselor's advice.

The gaslighting that teachers get from parents and administration sounds like this:
if the class were more engaging
if the teacher had better classroom management
if students could sit by their friends
if they didn't have to work as much
if Student X weren't in the class

Their solution is to build relationships and to be more entertaining.

And when we look at birthday parties, there is already a relationship with the guests, and it's supposed to be fun.

And yet, one parent can't do it alone.  There are a lot of moving parts- kids with varying needs, allergies, moods, preferences, and friendship cliques.

And it's one day a year.

They call in reinforcements from other adults.  They reduce the number of guests, or make sure there are activities to keep them busy throughout the party.

Teachers do this dance daily, and some have ridiculous class sizes.  

At one point, my high school Spanish III class had 43 students, and one teacher.  No aides, no classroom volunteers, just one adult.

This is why teachers are tired and are facing an impossible battle with large classes of apathetic students and unrealistic expectations.

Taryn Ferch, CPTD®

Talent Development┃ Bilingual Curriculum Specialist ┃Sherlock of SharePoint ┃Diversity, Equity & Inclusion Advocate ┃ Training Facilitator | Grammarly Ambassador

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